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This case describes a wallet maker's application of seven Internet marketing technologies: display ads, algorithmic search, sponsored search, social media, interactive content, online distributors, and A/B testing. It provides concise introductions to the key features of each technology, and asks which forms of online marketing the company should prioritize in the future. Also discusses similarities and differences between online and offline marketing, as well as issues of marketing campaign evaluation.

learning objective:

Introduces leading Internet marketing technologies and presents a retailer's allocation of resources among those options.

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This case describes Google's history, business model, governance structure, corporate culture, and processes for managing innovation. It reviews Google's recent strategic initiatives and the threats they pose to Yahoo!, Microsoft, and others. It also asks what Google should do next. One option is to stay focused on the company's core competence, i.e., developing superior search solutions and monetizing them through targeted advertising. Another option is to branch into new arenas; for example, build Google into a portal like Yahoo! or MSN; extend Google's role in e-commerce beyond search, to encompass a more active role as an intermediary (like eBay) facilitating transactions; or challenge Microsoft's position on the PC desktop by developing software to compete with Office and Windows.

learning objective:

To analyze the strategic significance of network effects in search-related advertising and for Google's prospects in the portal, e-commerce intermediary, and desktop operating system businesses. Also, to explore whether pursuit of the latter opportunities is consistent with Google's mission and culture.

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The purpose of this note is to characterize the challenges entrepreneurs may face in creating a well-functioning ecosystem of users, and to equip entrepreneurs with tools to overcome these obstacles. The note is meant to accompany the final module of the "The Online Economy: Strategy and Entrepreneurship," an elective course taught at Harvard Business School. This is an abridgment of HBP 911066.

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Describes Google's history, business model, governance structure, corporate culture, and processes for managing innovation. Reviews Google's recent strategic initiatives and the threats they pose to selected competitors. Asks what Google should do next.

learning objective:

To analyze the strategic significance of network effects in search-related advertising and for Google's prospects in the portal, e-commerce intermediary, and desktop operating system businesses. Also, to explore whether pursuit of the latter opportunities is consistent with Google's mission and culture.

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Describes Google's history, business model, governance structure, corporate culture, and processes for managing innovation. Reviews Google's recent strategic initiatives and the threats they pose to Yahoo, Microsoft, and others. Asks what Google should do next.

learning objective:

To analyze the strategic significance of network effects in search-related advertising and for Google's prospects in the portal, e-commerce intermediary, and desktop operating system businesses. Also, to explore whether pursuit of the latter opportunities is consistent with Google's mission and culture.

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LevelUp's mobile payments service lets users scan a smartphone barcode rather than swype a credit card. Will consumers embrace the service? Will merchants? LevelUp considers adjustments to make the service attractive to both consumers and merchants, while trying to accelerate deployment at reasonable cost.

learning objective:

Mid-stage adjustments for a growing startup. Adoption incentives in networked business with established competitors.

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ShopRunner considers adjustments to improve its online shopping service which offers no-charge two-day shipping as well as easy returns and other conveniences. Competitors' diverse pricing models and ancillary benefits raise questions about how to structure and price ShopRunner's offering. Meanwhile, an investment from Alibaba presents new opportunities in China but risks distraction from the core business.

learning objective:

The core ShopRunner business raises questions of competitive strategy in a complex business with irregular cross-side positive network effects. Expansion to China raises operational questions as well as questions about conflict of interest and organizational control.

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Almost every retailer looks to Google to refer customers, and it's rare to find a manufacturer whose products aren't sold on Amazon. But these platforms can capture a disproportionate share of the value a company creates: Buy an app on iTunes, and Apple takes 30%. The author presents four strategies to help businesses reduce their dependence on powerful platforms: (1) Exploit the platform's need to be comprehensive. American Airlines' strong coverage of key routes made its presence on the travel website Kayak indispensable to Kayak's value proposition. As a result, AA negotiated a better deal; (2) Identify and discredit discrimination. Public complaints that eBay was giving search prominence to suppliers who advertised on the site forced a reversal of the policy; (3) Create an alternative platform. When MovieTickets was on the verge of dominating phone and online ticketing, Regal Entertainment and two other large theater chains formed Fandango; and (4) Deal more directly. People ordering takeout through online platforms like Foodler and GrubHub have often already chosen their restaurant. Restaurants that deal directly can exit the platform.

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This note provides criteria to evaluate the power of a platform-mediated network. For a company considering building such a network or an investor considering funding such an effort, this analysis reveals the scope and desirability of the opportunity. Meanwhile, for a company doing business with such a network, as a supplier or as a customer, this note provides strategies to shift the split of surplus to the company's benefit.

learning objective:

This note provides criteria to evaluate the power of a platform-mediated network. For a company considering building such a network or an investor considering funding such an effort, this analysis reveals the scope and desirability of the opportunity. Meanwhile, for a company doing business with such a network, as a supplier or as a customer, this note provides strategies to shift the split of surplus to the company's benefit.

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